Chapeter_1_Introduc3. Lecture 3 - Employee-Retention.pptxtion_to_Management.pptx

Chapeter_1_Introduc3. Lecture 3 - Employee-Retention.pptxtion_to_Management.pptx

• 1.
  Introduction to Management& Organization
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  Introduction to Management Whatis management What is organization What is management process (Chapter # 1; Kathryn, B) 2nd Lecture : 18th June , 2013
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  Introduction Organization Basically, an organizationin its simplest form is a person or group of people intentionally organized to accomplish an overall, common goal or set of goals. Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished
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  Management “ The processof achieving organizational goals by engaging in the four major functions”.  It is on going activity  Entailing goal attainment  Knowing how to carry major’s management functions. Meaning of Management
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  Management Functions
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  Planning  Setting thegoals;  Deciding how to achieve best; Organizing • Focusing on allocating and arranging resources; • Resources: human and non human; Leading  Function which influenced others to engage in work behaviors to reach organizational goals  Communication with others  Outline a vision of what can be achieved  Giving direction  Motivating members Controlling  To regulate the organizational activities so actual performance conforms to expected standards and goals. Major functions of Management
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  Work agenda Work methods and roles Manageme ntfunctions Performance goal achievement Knowledge base and key management skills Management process
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   Work Agenda Managerfocus their efforts through their work agendas. “ A loosely connected set of tentative goals and tasks that a manager is attempting to accomplish. Factors influencing work agendas Job demand Job Constraints Job choices It reflects individual managers’ personal preference and career objective Management Process
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  Actual work methodsdiffered greatly from their popular roles such as: systematic planner, reflective, busy in formal jobs.  Unrelenting pace  Variety and fragmented  Verbal, contacts and networks Work methods
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  Knowledge base includes Detail on industry  Its technology  Company policies  Company goals  Plans;  Suppliers  Customers  Company culture Managerial Knowledge
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  To having knowledgeyou required a Skills “A skill is the ability to engage in a set of functionality related behaviors, leading to a desired performance level in a given area”. Management Skills
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  Technical Skills Involve bothan understanding of and a proficiency in a specialized field. e.g: in accounting, finance, engineering, IT, Manufacturing Human Skills  Skills associated with a manager’s ability to work well with others, both as a member of a group and as a leader. e.g: communication, motivation, coordination in pursuit of organizational goals. Key Management Skills
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  Conceptual Skills:  Relatedto the ability to see organization as a whole, to identify relationships between organizational parts, and to see how it fits into the industry, community and global context. Types of Skills
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  Performance is achievedthrough management comprise two important dimensions:  Effectiveness  Doing the right things”  Attaining organizational goal.  Efficiency  Doing things rightly”  Getting the most output for the least inputs Managerial Performance
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  Managerial Role Role “ AnOrganized set of behavior associated with a particular office or position”. General Type of Managerial Role 1. Interpersonal Role Grow from managerial position, authority and involve developing and maintaining positive relationship with other significant figures. a) Figurehead Role b) Leadership Role c) Liaison Role
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  2. Informational Role Itrelate to receiving and sending information so manager can act as their organizational unit’s nerve centre. a) Monitor Role b) Disseminator c) Spokesperson 3. Decisional Role It involves making major organization decision. d) Entrepreneur e) Disturbance handler f) Resource allocator g) Negotiator Managerial Role
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  Managerial jobs varyin two dimensions: 1. Vertical Dimension 2. Horizontal Dimension Managerial Job Type
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  Vertical dimension Focusing ondifferent organizational hierarchy
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   First-line Managers ◦Individuals who manage the work of non-managerial employees.  Middle Managers ◦ Individuals who manage the work of first-line managers.  Top Managers ◦ Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. Classifying Managers
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   Nature ofthe responsibility area involved 1. Functional Mangers 2. General Managers 3. Project Managers Horizontal Dimension
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  SKILLS NEEDED ATDIFFERENT MANAGEMENT LEVELS 1-21